...Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes and Features 21 CHAPTER CONTENTS OVERVIEW 22 Part 1: Introduction 22 Part 2: Recruitment and Placement 22 Part 3: Training and Development 22 Part 4: Compensation 23 Part 5: Employee Relations 23 The Topics Are Interrelated 23 4 VII viii CONTENTS CHAPTER SECTION SUMMARIES...
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...question at stake is, how can the number of law enforcers augment to the need of the total populace? Thus, the challenge is posed … How is the making of law enforcers? Criminology major subjects are intended to prepare those whose lives are dedicated in upholding the law and in protection to everyone. The researchers devoted themselves to assess the Successes and Difficulties of their batch enabling them to fulfill for whatever field they may engage either Board Passers or Non-Board Passers. Having so stated, this study focuses about: Academic & Economic Aspects in order to gauge and recommend practical, technical, legal and logistics programs and practices applicable hereto subject to the approval of the School Administration that will assure positive impact to the concerned stakeholders. Hence, this study entitled Successes and Difficulties of EARIST Cavite Campus Bachelor of Science in Criminology Students in Their Major subjects. Setting of the Study Eulogio “Amang” Rodriguez Institute of Science and Technology (EARIST)- Cavite Campus, formerly called EARIST-GASAT (General Alvarez School of Arts and Trades), is a branch school of EARIST in Manila, a government state college. It operates with the funding support from the budgetary allotment of its Mother Institution, EARIST. Established on March 24, 1982, EARIST Cavite Campus started by offering vocational-technical courses with Mr. Rodrigo P. Hipol (Dr. Hipol) who as designated as superintendent, utilizing the old...
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...technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document, these isolated HR plans add little value to the business because they are separate from the business planning process. The real challenge of HR planning is to integrate business strategy and HR practices. In these initiatives, HR planning is an integral part of a business planning process. HR planning is engaged in by HR professionals working with line managers to ensure that the HR...
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...GNEWVEN Case Study: Translating Talent Submitted by: Sabrina Gan Jack Garcia Lia Navarro Kristine Perez Mier Zapanta Submitted to: Mr. Willy Cuason February 8, 2013 I. Case Background The common thread in the three businesses in the article is voice and communication. Rosi and Brian Amador used their talents to set-up Sol y Canto: a six member Latin roots musical group; Music Amador Production: independently owned records label producing Sol y Canto recordings; Amador Bilingual Voice-Over work in English and Spanish. They capitalized their professional musical talents and native English and Spanish speaking skills to and took the opportunities to put up a business. Rosi Amador, born in San Juan, Puerto Rico was raised by their parents, who are both actors and actresses passed on to her the love of Latin American rhythms and musical style. She moved to the United States to continue her high school and graduated with a degree in Spanish and French from Bryn Mawr College. She briefly worked in retail and administrative roles and served as the manager of the socially conscious Underground Railway Theatre, where she learned how to manage, fundraise, and book performing arts ensembles nationally. Together with her husband Brian, they founded their Latin band, Flor de Cana, which she also acted as the manager. In 2005, she merged her agency with two other booking agencies and became the Vice President of the Roots Agency and its Latin Division...
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...Resources GREEN HUMAN RESOURCEMANAGEMENT PRACTICES IN ANKLESHWAR CHEMICAL FACTORIES Table of Contents Page No. CHAPTER 1 INTRODUCTION………………………………………………..03 1.1 What is Green?............................................................................................. .04 1.2 What is Green HRM?.................................................................................. .04 1.3 Why HR?...................................................................................................... ...06 1.4 Some Practices and Example…………………………………......................07 1.5 Chemical Industry Profile…………………………………………………..08 CHAPTER 2 REVIEW OF LITERATURE……………………………………09 CHAPTER 3 IMPORTANCE OF THE STUDY………………………………11 3.1 Green HRM Practices……………………………………………………….13 CHAPTER 4 OBJECTIVES OF THE STUDY………………………………..18 CHAPTER 5 HYPOTHESIS……………………………………………………19 CHAPTER 6 RESEARCH METHODOLOGY……………………………....19 CHAPTER 7 BIBLIOGRAPHY AND WEBLIOGRAPHY…………………..20 CHAPTER 8 END NOTE……………………………………………………….20 1. INTRODUCTION GREEN Green is the colour of emeralds,Jade, and growing grass. Green is the colour most commonly associated with nature and the environmental movement, Islam, spring, hope and envy. The term Green is derived from the German word Grun and Grene. The first recorded use of the word as a color as term in Old English dates to AD 700. In (Germanic, Romance, Slavic, Greek Languages it is associates as word freshness...
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...1. Using the stages from the performance management process, suggest the key processes that DSM needs to provide within its system in order to successfully link its key success factors (KSF). Provide a rationale for your suggestions. Dutch State Mines (DSM) originated in 1902 as a state owned mining company. The company has continued to evolve from petrochemicals business to a commodity chemicals business and now a specialties company. Its current fields include health, nutrition, and materials with a net worth of $9 billion annually. Similar to many other organizations that have withstood the test of time, DSM endured constant reinvention and up until the early 90s operated a traditional strategic planning process that included planning and budget cycles. Eventually this outdated process became too much of a routine and needed to be revamped. The company recognized that their strategic development was of poor quality, the link between strategy and performance wasn’t clear, and its strategies mainly focused on cost reduction. To enhance the quality of strategy development process, a new approach called the Business Strategy Dialogue (BSD) was introduced. This led to Corporate Strategy Dialogue (CSD) which proposed improvement of the corporate development processes. This initiative was part of the “Vision 2005: Focus and Value” campaign that was initiated to modernize the organization’s development processes to ensure alignment between strategies. An effective performance management...
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...attracting, screening and selecting qualified people for a position within an organization (Sheryl & Amy, 2012). According to the case study, the major issue is the difficulty in attracting new employees. To be more specific, Hospital ABC found that there are still vacancies in critical areas that have yet to be filled up. Even with extended block, the Hospital will have difficulty attracting good employees as there are many other private hospitals competing for the same pool of talent. These hospitals are not afraid to pay above average market rates to secure these employees. Organizations within the healthcare industry are competing for qualified applicants to safeguard future growth. As such, there is a need for organizations to analyze the existing market competition for talent and create the corresponding responses in terms of competitive reward packages. The recruitment policies of the competitors also affect the recruitment function of the organizations. To face the competition, many organizations have to change their recruitment policies according to the policies being followed by the other competitors. The recruitment policy of an organization states the objectives of recruitment and provides a structure for implementation of recruitment program. Of primary importance is to ensure the organization’s recruitment plan is reaching out to the right talent pool in filling open roles. At the same time, this needs to be done in a cost-effective and time-sensitive manner. Effective...
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...Executive Summary: The report of the plant manager for RIO BRAVO IV, a subsidiary of Packed Electrical a division of General Motors identifies mistakes made by top management. These mistakes clearly indicate top management failure to use project management principles in starting up a new manufacturing branch. It also points out the learning outcomes when good efforts are placed at the right places and with the right human talent employed. In the new economy organizations have to focus on the customer, environment and its resources and change their approach in doing business (paradigm shift). Senior management has to give clear goals and utilize the Total Quality Management (TQM) philosophy. Failure by top managed clearly state the objective of the project meant that it had no master plan and schedule. When the project was initiated the objective was to gain worldwide respect not to satisfy a customer and let the respect follow as an outcome. Top management failure is more evident through lack of proper feasibility study on the location and the customer getting customer Users Requirements Specifications (URS). There was no plan in place as such the project team did not exist at all. The machines were hastily installed; lay out set as per other factories not designed to cater for this customer. The location was never considered as what effect it might cause to the customer. Top management did not address the diversity issue an as a result communication was hampered by language...
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...The purpose of this paper is to prepare a summary of the Harvard Business School Case Study “How GE Teaches Teams to Lead Change” and indicate whether or not GE is successful and what lessons if any can be learned from their LIG program. In 2007, Steven Prokesch attended the four day Leadership Innovation and Growth (LIG) program at General Electric’s leadership development center in Crotonville, New York. A year later he revisited the 19 senior managers who had attended with him to see how much influence the program had made. “The answer was plenty, “ Prokesch writes. New initiatives had been launched and businesses created. Manager’s genuinely trying to modify their roles and behavior in order to stimulate and promote growth. Prokesch cites five main reasons for LIG’s success in bringing about those changes. 1. Team training accelerated the pace of change by giving managers an opportunity to reach consensus on the barriers to change and how best to attack them. 2. Participants were encouraged to consider both the hard barriers to change (organizational structure, capabilities, and resources) and the soft (how the members of the leadership team individually and collectively act and spend their time). 3. The traditional management challenge of balancing the short term and the long term—or simultaneously managing the present and creating the future—was explicitly addressed. 4. The course created a common vocabulary of change—“literally words that became part...
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...explains the process of | | |Strategy and Workforce Planning |forecasting personnel requirements, discusses | | |Forecasting Personnel Needs (Labor Demand) |the pros and cons of methods used for recruiting| | |Improving Productivity Through HRIS |job candidates, describes how to develop an | | |Forecasting the Supply of Inside Candidates |application form, and explains how to use | | |Forecasting the Supply of Outside Candidates |application forms to predict job performance. | | |Talent Mgmt. & Predictive Workforce Monitoring | | | |Developing an Action Plan to Match Projected Labor Supply and Demand |Interesting Issues: The Internet has changed | | |The Recruiting Yield Pyramid |the face...
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...Tuesday 20 November 2012 Wednesday 21 November 2012 Thursday 22 November 2012 DAVE ULRICH NEW AND EXCLUSIVE FOR 2012 Full Day Masterclass C Full Day Masterclass D A Day With The World’s Most Influential Person in HR FOR THE FIRST TIME LEARNING SESSIONS FOR YOU AND YOUR COLLEAGUES TO ATTEND! Bring your entire HR Team to the show as this year’s event features two expertled operational Forums, and over 15 Open Seminars and HR Clinics – learning is guaranteed for everyone. Super Sunday 18 November 2012 Monday 19 November 2012 Dave Ulrich Guru Day HR Excellence Awards** HR Clinics (Open Seminars)* HR Summit (Main) Learning & Development Forum HR Clinics (Open Seminars)* HR Summit (Main) Recruitment & Talent Acquisition Forum* HR Clinics (Open Seminars)* Full Day Masterclass A Full Day Masterclass B GROUP DISCOUNTS AVAILABLE CALL: +971 4 335 2483 E-MAIL: a.watts@iirme.com An Interactive Day with Dave Ulrich – Hear directly from the world’s most influential person in HR. Not to be missed! A Reinvented Programme – The agenda is constructed around the 6 pillars that make HR successful and effective An Unrivalled Heavyweight Speaker Faculty – Bringing you award-winning international and regional HR game changers An Event For Your Entire HR Team – Increasing our learning offerings by bringing you two operational Forums as well as over 20 open HR Clinics Exciting And Innovative Formats – New interactive formats that will...
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...INTRODUCTION The business world is changing at bullet-train speed – technology, the global economy, increasing regulatory scrutiny, the looming talent crisis, the recognition that mental illness is dramatically affecting the workplace. All of these are having a huge impact on the HR profession. The c-level is finally starting to realize how important your role is. They want you to get out of the day-to-day administrivia - while still making sure everything is done perfectly, mind you. They want you to measurably contribute to the top-line and the bottom line, and help mitigate risk. There are ten major trends that you need to be aware of as your role evolves to meet these challenges. Let’s start with the most obvious. #1. The Changing Role of the HR Professional We need to put the “human” back into human resources. Employees are humans, not commodities, and HR departments have to start seeing them differently. With the current push towards strategies that engage employees, attract top talent, and contribute to the bottom line, this change is imperative. We need to stop whining about being at the table. These days, almost every book or article you read about the role of HR talks about HR needing to be ‘at the table’ or to be more strategic. It’s my observation that in almost every respected company, HR is at the table. So for most HR leaders, the question is not ‘how do you get to the table’. It is ‘now that you are at the table, how do you best contribute...
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...| Name of Case Study: THE CASE OF OTICON | 1) What does the case describe in terms of changes in the way that people worked at Oticon? The case describes that Oticon made a dramatic organisational transformation. There was a paradigm shift in the way people worked for the organisation. It is evident that changes occurred at two levels; Group level and Individual level. At the group level, departmentalisation gave way to cross functional thinking and working. Oticon became a project based organisation (the ‘spaghetti’ form) demolishing top-heavy authority system. Each project was considered as a ‘business unit’. Project leaders were responsible for resources, outcome, budget and timetable for their own project, thus eliminating middle managerial positions. At the individual level, employees were expected to work on multiple projects. Everyone could be a team leader provided the person has the necessary technical and leadership skills. There was a strong emphasis on employee empowerment. Any staff member was encouraged to put forward project proposals. Individuals were also given the opportunity to hone their Information Technology (IT) skills by providing them a computer at home. Physical layout was changed to maximise physical flexibility. An open-space area with ‘desks’ on wheels replaced individual offices , the coffee bars and the café and wide staircases were built where people unavoidably met each other by chance. 2) Explore the connection between the...
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